Module: TPM

1
Training Pack
Module Workplace Management
Element 5S / 5C
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Aims and Objectives

• Target Audience
• 5C Facilitators/Trainers, Operations and Support
  Management
• Purpose of Module
• To give a full understanding of the 5 Cs, their
  importance and how they can be effectively
  introduced.
• Aims Objectives
• Understand the basis for 5C
• What each of the steps are
• Measuring Improvement

3
Contents

• Introduction
• 5C Overview / Getting Started
• Clear Out Classify
• Configure
• Clean Check
• Conformity
• Custom Practice

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There are no world class manufacturing companies
without 5C in place
5C Overview
5
The 5C Approach

• 5C is a systematic approach to workplace
  organisation and housekeeping. Encouraging
  ownership and self discipline to sustain and
  further develop working practices.
• It aims to -
• Remove waste from the workplace.
• Provide an environment where continuous
  improvement is embraced.
• Improve safety.
• Increase quality.

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Things to consider before 5C Implementation
.involving everyone with 100 communication!
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5C Workplace Audit

• Establish current state.
• Using recommended audit sheets.
• Capture current state using colour photos.
• Record other problem areas, such as safety
  issues or machine breakdowns.

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5C Workplace Audit
9
5C Office Audit
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What are the 5 C ?
The C are five words, which provide the steps
to improvement.
Custom Practice
Conformity
Clean and Check
Configure
Clearout and Classify
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1st Step - Clear Out Classify

• Conduct major clean-down.
• Remove all items that are not required or have
  become unnecessary over a period of time.
• Includes repairing broken tools equipment.
• Frequently used items should be stored at the
  work area.
• Infrequent used items stored away from the work
  area and dispose of items that are not needed.
• Never assume. Ensure everyone is in agreement.

.Remember! Redundant items cost money to
store - If you dont need it, dont keep it!
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Classify
Classify tooling / equipment by frequency of use
.within the LOW category, retrieval MUST still
be quick!!
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Red Tag Strategy
This means putting red tags on any items not
required for the current production, any items
kept in excessive amounts and any items used
infrequently. Then removing these items from the
area/cell.
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How do we Red Tag ?
Raw materials, procured parts assembly parts, etc
Floor, walkways, staging, benches, walls,
shelves, racks, etc
Machines, tools, jigs consumable items,
chairs, cabinets, trolleys, etc
Notices, minutes, drawings, reports, etc
...Red Tag Targets
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Red Tag Auction
Team evaluate Red Tagged items

• Options
• Keep item where it is.
• Move to new location of work area.
• Store away from work area.
• Hold in Red Tag Quarantine Area for evaluation.
• Dispose of e.g throw away, return to stores.
• Agree min/max quantities.

• Record Results
• Records need to be kept of items moved to a Red
  Tagging Area or disposed of.

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Red Tag Analysis Sheet
Note Value Categories are 0-100
/ 100-1000 / 1000
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Why Clear Out Classify ?

• Frees up space.
• Removes clutter/obstacles.
• Stops people adding to it.
• Stops hoarding.
• Improves safety.
• Gives control of what is in your area.
• Begins the orderliness process.

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2nd Step - Configure

• To arrange all necessary items for economy of
  movement.
• Place according to frequency of use.
• To have a designated place for everything to
  label, classify and make easily visible.
• A place for everything and everything in its
  place.
• Provide safe storage - heavy items low, light
  items high.

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Configure Examples
Personal Identity Tags
Shadow Board used
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Configure Examples
Colour coded rubbish stations
i.e.. Blue - Metallic materials Red -
Electrical wiring
Colour coded Direct Line Feed i.e.. Green -
Rivets Red - Fasteners
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Why Configure ?

• Makes things easier to find, use and return.
• Removes frustration of searching for items.
• Creates a better working environment.
• Reduces accidents.
• Assists cleanliness.
• Begins standardisation.

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3rd Step - Clean Check

• Identify Cleaning Zones.
• It is everybodys responsibility.
• Set targets and work to them.
• Keep your area clean and tidy on a continual
  basis.
• Cleanliness extends to non-seen areas(eg behind
  cupboards etc).
• Routine maintenance may be incorporated (TPM).

...Agree Visualise
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Clean Check

• Can be divided into 3 sections -

..Creating a spotless workplace
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Clean Check

• Machine concern / fault analysis

..through cleaning you touch, through touching
you find when you find, you fix !!
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Clean Check Fault Finding Sheet
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Clean Check Fault Finding Sheet
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Clean Check Concern / Fault Analysis
CONCERN / FAULT ANALYSIS
CODE CLASS E ELECTRICAL M MECHANICAL L
LUBRICATION H HYDRAULIC W WATER P
PNEUMATIC 1 LOOSE 2 WORN 3 BROKEN 4
LEAKING 5 MISSING 6 DIRTY 7 DIFFICULT TO
CLEAN 8 LOCATION / OR ROUTING 9 POOR
DESIGN
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Clean Lubrication Sheet - Example
Date
Machine
Cleaning Items
Lathe
Process
JIG REMOVAL
C
Item to Clean
LOCATING PINTLE
1
2
AREA AROUND SHAFT
3
SUPPORTING ACTUATOR SHAFT
4
GENERAL AREA
C1 D1
Lubrication Inspection Items
D
Item
LOCATING PINTLE - INSPECT FOR
1
WEAR, LUBE WHERE NECESSARY
SUPPORTING ACTUATOR SHAFT -
2
C3 D2
AS ABOVE
REPORT ANY DAMAGE TO TEAM LEADER
3
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Clean Lubrication Sheet
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Clean Lubrication Standards Sheet - Example
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Clean Lubrication Standards Sheet
Machine Process Date
Frequency
Time
Cleaning Item
Method
Std / Lub
Min
Tools Required
Shift
Day
Week
2 wk
Mon.
Who
Tools Required
Method
Lubrication Standard
Std / Lub
Total
Min
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Action Plan Sheet
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Why Clean Check ?

• Makes defects easier to detect.
• Better customer perception.
• Creates a better working environment.
• Aids efficiency and reduces accidents.
• Helps standardisation.

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4th Step - Conformity

• Use visual controls.
• To maintain the workplace at a level which
  uncovers and makes problems obvious.
• To continuously improve by continuous assessment
  and generating actions.
• To include routine health and safety.

..the system must be controlled and
maintained (using agreed standards.)
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Conformity
Location Indicators
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5C Audit Check Sheet

• Continual assessment.
• Periodically but not scheduled.
• Help maintain the set standard.
• Apply common sense.
• Enables Plan, Do, Check, Action cycle.
• Promotes safety first.
• Publish scores on notice boards.
• Impresses the customer.

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Audit Process
Minimum Requirement
C/L to understand/ address any shortfalls then
file in C/Ls Office
The handover document to Cell / Shift Leader for
archive
Mgr CELL / SHIFT LEADER
T/L Handover
OPS MANAGER
- Daily - The incoming T/L needs to decide
whether the dept.is in an acceptable condition
- Weekly - Mgr with Cell / Shift Leader
must complete the Cell Performance/ Workplace
Mgnt Audit Sheet adhoc dip check ofT/L
Handover archive
- Weekly - /Ops Manager must conduct an audit
using the Area Map (support personnel to attend)
- Daily - T/L must complete at the end of
shift and hand to the incoming T/L
YES
NO
- Weekly - Ops Manager to review the audit with
Mgrs before the HUD is updated
T/L off the previous shift to rectify the issues
with immediate effect
T/L can now continue to deploy operators onto
station
- Weekly - Results communicated to T/Ls at the
morning brief, then communicated to
Operations (via PMS Board)
- Weekly - Mgr must then feed the results into
the HUD
ACCEPTABLE HANDOVER ?
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T/L Self Audit / Hand-over
Process

• Every day Team Leader self audits workplace
  performance against a check list.
• Forms part of the Team Leader handover from shift
  to shift.
• Agreement between Team Leaders on the current
  state.
• Looking for
• Housekeeping to the required standard.
• Performance management measures up to date and on
  target.
• Quality standards are adhered to.
• Work is being performed to the standard.
• Issues identified customer protection/counter
  measure underway.

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5C Audit Check Sheet
Process

• At the appropriate frequency (min. once per week)
  the Mgr and Cell / Shift Leader to audit team
  performance.
• T/L to attend in appropriate area.
• Coach and task against non-conformances
• Audit scores feed into a weekly HUD for the
  Dept. and/or Cell
• Dept. Audit Scores made available for Site HUD
• Looking for
• 5C to the required standard.
• Performance management measures up to date and on
  target.
• Quality standards are adhered to.
• Work is being performed to the standard.

Ensure a clear standard exists for each element
audited
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Management Audit Scores

• DEPARTMENT
• Management audit conducted weekly
• One of the KPIs for the department and as such
  reviewed regularly.
• Targets set and trends monitored.
• Displayed openly on section.

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Housekeeping Area Map

• To be used by Ops Managers
• Once per week audit, Mgrs to lead Ops Manager
  around appropriate cells.
• Display on Info. Centre boards
• Mgr to feedback major non-conformance's back to
  Cell / Shift Leaders and T/Ls immediately
  following audit

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Why Conformity ?

• Provides schedule of 5C activities.
• Ensures deterioration does not occur.
• Gives a standard to work to.
• Starts problem solving/improvement activities.
• Makes first 3Cs a habit.
• Promotes ownership.

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5th Step - Custom Practice

• Probably the most difficult of the 5Cs.
• Make it a habit.
• Setting review frequency.
• Cleaning checklist matrix.
• To maintain our habit we need to practice and
  report until it becomes a way of life.
• Visual communication instead of verbal!

..Ownership !! Without it the other steps
will fail!
Its everyones responsibility
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Operator Check List - Example
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Operator Check List - Example
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Why Custom Practice ?

• It makes 5C routine.
• Sustains all improvements.
• Builds on the improvements already made.
• Maintains agreed procedures.
• Ensures we dont fall back into our old ways.

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5C Summary

• Improves safety.
• A structured approach.
• Applicable to the General Manager and everyone
  else.
• Improves productivity.
• Improves quality.
• Improves morale and teamwork.
• Enjoy - working in a clean, organised, quality,
  successful, safe
  environment.
• You do it at home why not at work?

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Finally .
Improvements should be in-expensive. The more
money we spend, the less ingenuity we use to find
solutions.